managing conflict

When figuring out how to deal with cultural differences in negotiation, it helps to consider the cultural prototypes represented at the bargaining table—but individual differences count, as well.
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This highly interactive semester-length seminar explores the ways that people negotiate to create value and resolve disputes. Designed both to improve understanding of negotiation theory and to build negotiation skills, the curriculum integrates negotiation research from several academic fields with experiential learning exercises.
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Eileen Babbitt and Lawrence Susskind
Five-party negotiation among representatives of pharmacists, physicians, nurses, and administrators to develop recommended changes to the drug prescription policy of a large metropolitan teaching hospital
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This course is designed to raise your awareness of your own approach to conflict, introduce a range of theories about mediation and participatory processes, and improve your conflict management skills. While we will discuss a wide range of dispute resolution processes that involve third parties, we will focus on mediation. Each class moves … Read More

Imam Soliman, under the direction of David Fairman
Seven-person, multi-issue facilitated negotiation among Israeli and Palestinian leaders in the West Bank city of Hebron to discuss land claims, security, and border control
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Note: Each of the seven individual Workable Peace Series curriculum units can be purchased separately. Please click on the links below for information about purchasing individual units.
About Workable Peace
The Workable Peace curriculum – a conflict resolution program for high school students and young adults – is a product of the Workable Peace Project, directed by … Read More

Mieke van der Wansem, Lawrence Susskind and Janet Martinez
Five-party multi-issue negotiation among foundation, community, and medical board members of a new health foundation to set community health funding priorities and strategies for community engagement
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Whether a conflict erupts at work or at home, we frequently fall back on the tendency to try to correct the other person or group’s perceptions, lecturing them about why we’re right—and they’re wrong. Deep down, we know that this conflict management approach usually fails to resolve the conflict and often only makes it worse.
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The Consensus Building Institute
Seven-party nonscorable negotiation among nonprofit, business, and community representatives regarding the most appropriate methods for fund raising and distributions
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In Lessons in Domestic Diplomacy, the New York Times’ Bruce Feiler, drawing on family conflict resolution negotiation examples in his past, offers a case study of conflict management by focusing on disputes in the home, asking, “how do we break out of negative patterns of conduct and proactively approach problems encountered in our everyday lives?”
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In the heat of conflict, it can be difficult to think rationally about how you got where you are and how you might make things better. But by taking a break to consider the elements of conflict, you can move toward a more rational assessment of the dispute and come up with ways to address … Read More

Negotiators often choose to resolve their conflicts through mediation, arbitration, and other alternative dispute resolution methods because of the privacy these methods promise. Unlike the public nature of litigation, mediation and arbitration typically give parties the freedom to hash out sensitive issues without the fear that their discussions and agreement will become public knowledge. Two … Read More

Conflict within an organization can not only damage morale but also cut into productivity and ultimately profits. Once you recognize that there is ongoing conflict in your organization, how do you go about diagnosing the source?
In his June 2004 article, “Divided, You’ll Fall: Managing Conflict Within the Ranks,” Lawrence Susskind describes the work done by … Read More

Teaching Negotiation Resource Center

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Preparing for Negotiation

Understanding how to arrange the meeting space is a key aspect of preparing for negotiation. In this video, Professor Guhan Subramanian discusses a real world example of how seating arrangements can influence a negotiator’s success. This discussion was held at the 3 day executive education workshop for senior executives at the Program on Negotiation at Harvard Law School.

Guhan Subramanian is the Professor of Law and Business at the Harvard Law School and Professor of Business Law at the Harvard Business School.